mgmt2102 managing across c - unsw … · managing across borders and cultures. ... mgmt2102 –...

MGMT2102 MANAGING ACROSS CULTURES

Course Outline Semester 2, 2015

Part A: Course-Specific Information

Please consult Part B for key information on UNSW Business School policies (including those on plagiarism and special consideration), student responsibilities and student support services.

UNSW Business School School of Management

MGMT2102 – Managing Across Cultures Page1

PART A: COURSE-SPECIFIC INFORMATION

1. Lecturer in charge Sally Anne Gaunt

Level 5, West Lobby, UNSW Business School

Phone: (0405) 814-906

[email protected]

Consultation: by appointment

Tutorial staff

Tutor

Contact details

Sally Anne Gaunt

[email protected]

Shanil Samarakoon

[email protected]

Please feel free to contact us using the above details, but note that the preferred method of

contact is by e-mail, or in person, by setting up a consultation appointment.

We will also be using Blackboard, which will give all students access to lecture notes,

assignments, readings and other information associated with the course. Please check the

website for updated information on a regular basis. The specific system will be covered in the

first few lectures. Please also ensure you check your e-mail as this is where

announcements will be sent.

2. Course details

2.1 Teaching times

Lecture Mon 9.00-11:00- 12 lectures starting in week 1

Tutorials Run on Mondays and Tuesdays. Final times will be given in Week 1 12

tutorials starting in week 1

2.2 Units of credit:

The course is worth 6 units of credit.

There is no parallel teaching with post graduate courses

2.3 Summary of course MGMT2102 is designed to help students develop knowledge, skills and approaches to

managing across borders and cultures. Not only does it look at a range of enterprises

throughout the developed and developing world, but also at the way newcomers to the global

stage manage strategic and inter-personal aspects of the move from the domestic environment.

The focus is on the behaviour of those whose reach is both international and cross cultural in

character - these days a volatile sphere, thanks to changes in information technology.

mailto:[email protected]

mailto:[email protected]


MGMT2102 describes what students will need in designing strategies that work in an

international context, including how to go about conducting cross-cultural interactions, as well

as managing any day-to-day operations.

2.4 Course aims and relationship to other courses

MGMT2102 is designed to provide students with better approaches to managing in a cross-

cultural context. It will advance students’ skills by setting standards for effective practice and by

adding substantially to their knowledge of cross-cultural management as part of a global

environment. Ultimately, it will strengthen student’s performance by calling on their own

behavioural reflection. It is a chance to forge a stronger professional presence.

Students will experience a small overlap with other subjects such as MGMT1101-Global

Business Environment, MGMT2101-International Business and Multinational Operations;

however the focus of MGMT2102 will be directed at cultural business behaviour and

management. Courses such as MGMT1001-Managing Organisations & People, MGMT1002-

Managing Organisational Behaviour and MGMT2002-Managing Business Communication

provide an excellent setting of introductory information where MGMT2102 will give greater

expansion. Other subjects where there may be a small overlap include MGMT2105-East Asian

Business Enterprise, MGMT3102-Asia Pacific Business, and STRE3101-International Business

Strategy.

2.5 Student learning outcomes

The Learning Outcomes in this course also help you to achieve some of the overall Program

Learning Goals and Outcomes for all undergraduate students in the UNSW Business School.

Program Learning Goals are what we want you to BE or HAVE by the time you successfully

complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving

specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g.

‘participate collaboratively and responsibly in teams’).

1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in

local and global contexts.

You should be able to select and apply disciplinary knowledge to business situations in a local

and global environment.

2. Critical thinking and problem solving: Our graduates will be critical thinkers and

effective problem solvers.

You should be able to identify and research issues in business situations, analyse the issues,

and propose appropriate and well-justified solutions.

3. Communication: Our graduates will be effective professional communicators.

You should be able to:

a. Prepare written documents that are clear and concise, using appropriate style and

presentation for the intended audience, purpose and context, and

b. Prepare and deliver oral presentations that are clear, focused, well-structured, and

delivered in a professional manner.

4. Teamwork: Our graduates will be effective team participants.


You should be able to participate collaboratively and responsibly in teams, and reflect on your

own teamwork, and on the team’s processes and ability to achieve outcomes.

5. Ethical, social and environmental responsibility: Our graduates will have a sound

awareness of the ethical, social, cultural and environmental implications of business

practice.

You should be able to:

a. Identify and assess ethical, environmental and/or sustainability considerations in

business decision-making and practice, and

b. Identify social and cultural implications of business situations.

This course contributes to your development of the following Business School Graduate

Attributes, which are the qualities, skills and understanding we want you to have by the

completion of your degree.

Program Learning

Goals and Outcomes

Course Learning Outcomes

Course Assessment

Item

This course helps you to achieve the following learning goals for all UNSW Business School undergraduate students:

On successful completion of the course, you should be able to show competency in all the objectives listed below*

This learning outcome will be assessed in the following items:

1

Knowledge

Identify major cultural characteristics,

including communication styles, that

characterize regions, nations,

communities, organizations, groups and

individuals;

Lecture attendance

Proposal

Exams 1

2

Critical thinking and problem solving

Present a range of cultural arguments concerning the need for social responsibility and ethical behaviour in multi-national enterprises

Tutorial Exercises

Proposal

Exam 2

3a

Written communication

Write and present a persuasive argument

Proposal

3b

Oral communication

Communicate ideas in a succinct and clear manner.

Tutorial presentations

Tutorial attendance

4

Teamwork

Work cohesively within a cross cultural

team

Tutorial presentations

Tutorial exercises


5a.

Ethical, environmental and sustainability responsibility

Present a range of cultural arguments

concerning the need for social

responsibility and ethical behaviour in

multi-national enterprises

Lecture

Tutorial exercises

Exam

5b.

Social and cultural awareness

Understand the major culture-based

challenges faced by international

managers (political, legal, economic and

technological);

Lecture

Tutorial exercises

Exams

Presentations

Participation

Proposal

Additional learning objectives include:

Understand a range of tactics used in international negotiation;

Present arguments for adopting particular leadership styles, as well as varying

motivational techniques;

3. Learning and teaching activities

The methodology combines lectures, tutorial exercises, group work, personal reflection and

research. Assignments and reflections comprise a core of data that records your understanding

of the unit as it develops and changes over the term. Some learning will be from peers.

Students are expected to offer their own cultural background as a resource.

The variety of teaching strategies adopted in this class takes into account the fact that different

people have different learning styles. This is why the class format includes:

Lecture (2 hours/week), mostly focused on presenting theoretical concepts, but the actual

lecture will be supported by exercises, video cases, and discussions.

Tutorials (1 hour/week), which includes case studies, real-life examples, and individual or group

tasks which will call upon and stimulate your research skills, self-reflection, and ability

to work with others, along with oral and written communication skills. A detailed course

schedule is attached (pages14 -16)

4. Assessment

4.1 Formal requirements

In order to pass this course, you must achieve a composite mark of at least 50% and submit all

assessment components, as outlined below.


4.2 Assessment details

Exam 1

Exam 2

20%

20%

Week 11

Week 13 Case study analysis presentation Case study analysis proposal

Peer Reviewed movies

Participation/teamwork/reflection

Total

15%

20%

5%

20%

100%

Please see dates specified on pages 14-16 Please see submission dates on pages 14-16 Date determined by group (Weeks 4,5) Throughout course

4.3 Assessment format Exam 1 format (1.5 hours long) 20% (individual exercise) The exam will consist of 40 multiple choice questions (0.5% each). The exam questions will

cover mainly theoretical concepts discussed in lectures and tutorials preceding the exam,

however it is important to note there will also be a question based on each of the

following readings and textbook case studies

Case studies:

Budde-Sung, A 2013, Dilemmas in working across cultures: Arun in a conundrum:

(Eds.), Asia - Pacific Business Cases Dynamics of International Business 3-13.

Melbourne Cambridge University Press

Ross, P. K. 2013. AWB and the Iraqi Oil-for-Food scandal: Just a cost of doing

business In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business

Cases Dynamics of International Business 3-13. Melbourne Cambridge University

Press

Rivers, C. 2013. Walking the blurry line in China: Negotiating deals and staying out of

jail In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business Cases

Dynamics of International Business 15-25. Melbourne Cambridge University Press

Habaradas, R. B. 2013. Preserving paradise: Shell's sustainable development

programs in the Philippines In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia -

Pacific Business Cases Dynamics of International Business 47-59. Melbourne

Cambridge University Press

Qin, C., Ramburuth, P., & Wang, Y. 2013. John Parker's expatriate experiences in

China In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business

Cases Dynamics of International Business 137-144. Melbourne Cambridge

University Press

Gaunt, S. A., & Caprar, D. V. 2013. Losing touch with the context: The story of Ravinaki

Resort in Fiji. In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific


Business Cases Dynamics of International Business 37-46. Melbourne Cambridge

University Press

Hsu, S.-w., Farquharson, M., &Ortenblad, A. 2013. Foxconn: The complexity of quality

control in a Chinese context In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia -

Pacific Business Cases Dynamics of International Business 170-176. Melbourne

Cambridge University Press

Readings

Hofstede, G. 1994. The business of international business is culture. International

Business Review, 3(1): 1-14.

Sebenius, JK 2002, 'The Hidden Challenge of CROSS-BORDER NEGOTIATIONS',

Harvard Business Review, vol. 80, no. 3, pp.76-85

Kusyk, S 2010, 'Learning to Navigate the Rough Seas of Ethics', Harvard Business

Review

Paine, LS, Deshpande, R, Margolis, JD &Bettcher, KE 2005, 'Up to Code: Does Your

Company's Conduct Meet World-Class Standards', Harvard Business Review

Black, J. S., &Gregersen, H. 1999. The Right Way to Manage Expats Harvard Business

Review(March-April).

Stephen Green, HF, Immelt Jeffrey, Marks Michael , and Meiland Daniel 2003, 'In

Search of Global Leaders', Harvard Business Review

Govindarajan, V & Gupta, AK 2001, 'Building an Effective Global Business Team',

Harvard Business Review

Alon, I & Higgins, JM 2005, 'Global Leadership Success Through Emotional and

Cultural Intelligences', Harvard Business Review

Exam 2 format (1.5 hours long) 20% (individual exercise)

1. A question based on a case study submitted one week prior to the exam

2. The exam will be held in week 13 at 9.00 in the lecture theatre.

Team based assessments

There are two team based assessments and students can choose who they wish to work with.

Your team will be required to complete 2 exercises i.e. the Peer reviewed movies 5% and the

Case study presentation 15%. We strongly advise that each team comprises of at least 2

different nationalities (if you do not have a diverse team it will be very difficult to complete

your exam reflection exercise). There must be 6 teams in each tutorial consisting of no more

than 5 people.

Peer reviewed movies (team exercise) 5%

Each team will be handed by the tutor, one of the Groups of cultural dimension listed below.

Your team will then make comparisons via these dimensions with two very different selected

countries (the countries will be the team’s choice and should be contrasting against the given

dimension). The task is to make a movie that is not longer than 5 minutes that will help prepare

your peers for an expatriate post from one country to the other. Your team will decide which the

‘home’ country is and which the ‘host’ country is. It is your job to enlighten your peers on what to

expect and how to behave in their new environment.

You may choose any 2 countries in the world, except your own country and those countries

covered in the case studies i.e. China, Colombia, Iraq, Australia, Fiji, Philippines and the United


States as well any country already chosen by any other team in your tutorial group. Further

details will be supplied by your tutor.

Your peers will be asked to evaluate your presentation based of the following criteria:

How helpful was the presentation in understanding how to manage different cultures in

relation to the situation stated?

Was the content presented in an engaging, creative, interactive and timely manner?

Groups

Group 1 wk 4 Hofstede’s masculinity index and how this would help an expatriate motivate

and give feedback

Group 2 wk 4 Hofstede’s long-term versus short-term and how this will help an expatriate

negotiate

Group 3 wk 4 Hall’s high versus low context and how this will help an expatriate communicate

Group 4 wk 5 Hofstede’s uncertainty avoidance and how it would help an expatriate instigate

change

Group 5 wk 5 Trompenaars’ specific versus diffuse and how this will help an expatriate

understand a new environment

Group 6 wk 5 Trompenaars’ internal versus external locus of control and how it would help an

expatriate who is faced with the needs of an indigenous community

Case analysis (team and individual exercises) total of 35%

In the same teams as for the peer reviewed exercise, please select one of the following case

studies for analysis. It is important to note that all case studies must be covered in each tutorial

group, therefore, your tutor will nominate the cases on a first come first served bases.

Proposal (Individual exercise) 20%

Based on the case-study your group has chosen, place yourself in the position of an external

consultant who has researched the case. Write a proposal of no more than 800 words giving:

A summary of the case study which includes who the key stakeholders are and give an

explanation of the company’s business problem

An analysis using theories covered in lectures, tutorials, readings, and other relevant

information including key data from the case study and other relevant recent events. It

is important that theory is related directly to case-study examples

Workable recommendations including commercial benefits

You will also be marked on your ability to:

Structure your proposal correctly

Use proficient business style English

Correctly reference your work


This exercise must be conducted individually and submitted as a ‘Microsoft Word document’ on

Turnitin no later than Monday midnight on the date given on pages 14 - 16. Please leave at

least 1.5 spaces and use no less than 12pt font size. Finally please ensure you include a

Harvard style reference list (this is additional to your 800 word limit) and Harvard style in text

referencing. Further information about the marking format for this exercise can be found on

page 12

Your grade will automatically increase by 2% as long as you complete the self-assessment

segment required when submitting your proposal and are within a plus or minus 5% of the

assessors mark

UNSW Business School Harvard in text referencing style must be used for this assignment

Group case studies

AWB and the Iraqi Oil-for-Food scandal: Just a cost of doing business

Walking the blurry line in China: Negotiating deals and staying out of jail

Preserving paradise: Shell's sustainable development programs in the Philippines

John P`arker's expatriate experiences in China

Losing touch with the context: The story of Ravinaki Resort in Fiji.

Foxconn: The complexity of quality control in a Chinese context

Case study presentation (team task) 15%

In your teams, prepare and deliver a 15 minute presentation using PowerPoint on what you

consider are the cultural management issues covered in your case study.

Your presentation should include the following:

A summary of the case study which includes who the key stakeholders are and gives

an explanation of the company’s business problem

An analysis using theories covered in lectures, tutorials, readings, and other relevant

information including key data from the case study and other relevant recent events. It

is important that theory is related directly to case-study examples

Workable recommendations including commercial benefits

You will also be marked on your ability to:

Hold your audience’s attention via an engaging and well-structured presentation

Answer questions raised by your tutor and peers

For further information please see page 13

Participation/team/reflection 20%

1 mark will be given for attending each lecture and tutorial in weeks 4-8 inclusive: (total

of 10 marks)

Up to 2 marks can be gained from each reflection exercise (total of 6 marks)

The remaining 4 marks are at the tutor/lecturers discretion. Staff will give these marks

based on their observation of student’s behavior. An example of this is Co-operation in

forming culturally diverse teams


N.B Reflection Papers must be submitted before 12.00 midday on the Monday requested

(please see pages 14 -16)

4.4. Assignment submission procedure

MGMT2102 use both the ReView’’ and ‘Turnitin systems. The course staff will specify the exact

system to be used for each assessment criteria

4.5 Late submissions

Late work will be penalised at the rate of 5 percentage points per “week day” (per 24 hours of the weekday or part thereof). Assessed work will not be accepted for the award of a mark if it is more than five ‘weekdays’ late. 4.6 Marks

HD 85-100 Student demonstrates outstanding subject mastery

DN: 75-84 Demonstration of very strong subject understanding

CR: 65-74 Sound and clear above average quality of work

PS: 50-64 Basic understanding of subject matter

FL: <50 Quality of work fails to show the student has fundamental subject knowledge

5.0 Course resources

2013. Asia-Pacific Business Cases Dynamics of International Business Melbourne: Cambridge University Press

Recommended Journals

The Economist

Financial Times


International Business Review

International Journal of Cross-Cultural Management

Journal of Business Ethics

Journal of International Business Studies

Journal of World Business

Management International Review

The International Journal of Human Resource Management

Quality Assurance

UNSW Business School is actively monitoring student learning and quality of the student

experience in all its programs. A random selection of completed assessment tasks may be

used for quality assurance, such as to determine the extent to which program learning goals

are being achieved. The information is required for accreditation purposes, and aggregated

findings will be used to inform changes aimed at improving the quality of UNSW Business

School programs. All material used for such processes will be treated as confidential and will

not be related to course grades.


Recommended Websites

www.europa.eu European Union

www.apecsec.org.sg Asia-Pacific Economic Cooperation

www.austrade.gov.au Australian Trade Commission

www.cia.gov/library/publications/the-world-factbook/index.html The World Fact book (CIA)

www.geert-hofstede.com Hofstede’s Cultural Dimensions

www.ifg.org International Forum on Globalization

www.imf.org International Monetary Fund

6. Course Evaluation and Development

We will be asking all students to complete CATEI – (Course and Teaching Evaluation) for the

lecture and tutorial attended in week 11. Further feedback can be given at

www.unsw.edu.au/learning/pve/catei.html).

We are always interested to hear student suggestions and believe such feedback can greatly

enhance the design of our course, so we welcome both formal and informal input throughout

the semester.

http://europa.eu/

http://www.apecsec.org.sg/

http://www.austrade.gov.au/

https://www.cia.gov/library/publications/the-world-factbook/index.html

http://www.geert-hofstede.com/

http://www.ifg.org/

http://www.imf.org/

http://www.unsw.edu.au/learning/pve/catei.html


ASSESSMENT CRITERIA FOR MARKING CASE STUDY PROPOSAL

Criteria FL PS CR DN HD

A summary of the case study which includes who

the key stakeholders are and gives an explanation

of the company’s business problem (5%)

An analysis using theories covered in lectures,

tutorials, readings, and other relevant information

including key data from the case study and other

relevant recent events. It is important that theory is

related directly to case-study examples (5%)

Workable recommendations including commercial

benefits (5%)

Referencing, quality of writing and structure of

proposal (5%)


ASSESSMENT CRITERIA FOR MARKING CASE STUDY PRESENTATION

Criteria FL PS CR DN HD

A summary of the case study which includes who

the key stakeholders are and gives an explanation

of the company’s business problem (3%)

An analysis using theories covered in lectures,

tutorials, readings, and other relevant information

including key data from the case study and other

relevant recent events. It is important that theory is

related directly to case-study examples (3%)

Workable recommendations including commercial

benefits (3%)

The team’s ability to hold their audience’s attention

via an engaging and well-structured presentation

(3%)

Research and ability to answer questions asked by

tutor and peers (3%)

Total _____________ 15%


Course structure

Date

Week 1

Lecture: Introduction to the course

Tutorial: Forming teams (please make sure you attend)

27 July

Week 2

Lecture: Understanding the role of culture/subculture

Tutorial: Hofstede’s power distance and individualism

Reading: Hofstede, G. 1994. The business of international business is culture International

Business Review, 3(1): 1-14.

Participation: Lecturer and tutors’ discretion

3 Aug

Week 3

Lecture: Developing a global management team

Tutorial: Story boards

Reading: Govindarajan, V & Gupta, AK 2001, 'Building an Effective Global Business Team',



10 Aug

Week 4

Lecture: Communicating and decision making across cultures

Tutorial: Group 1,2 and 3 peer reviewed movie presentations

Submission:

Reflection paper 1 Can be completed in lecture (submitted to Turnitin)

Group1,2 and 3’s storyboards (collected by tutor in tutorial)

Readings: Sebenius, JK 2002, 'The Hidden Challenge of CROSS-BORDER NEGOTIATIONS',

Harvard Business Review, vol. 80, no. 3, pp.76-85

Participation: Marked for both lecture and tutorial

17 Aug

Week 5

Lecture: Negotiation across cultures and dealing with gifts and bribery

Tutorial: Group 4 5 and 6 peer reviewed movie presentations

Submissions: Group 4,5 and 6’s storyboards (collected by tutor in tutorial)

Reading: Kusyk, S 2010, 'Learning to Navigate the Rough Seas of Ethics', Harvard Business

Review


24 Aug

Week 6

Lecture: Corporate social responsibility / working with indigenous and disadvantaged

communities

Tutorial: Proposal writing preparation

Submissions: Reflection exercise 2 (can be completed in the lecture – submitted to Turnitin)

Reading: Paine, LS, Deshpande, R, Margolis, JD & Bettcher, KE 2005, 'Up to Code: Does Your

Company's Conduct Meet World-Class Standards', Harvard Business Review


31 Aug


Week 7

Lecture: International human resource management

Tutorial: Expatriate debate

Submissions: Proposals (To be submitted to Turnitin with self-assessment via Review)

Walking the blurry line in China: Negotiating deals and staying out of jail’

The Iraqi Oil-for-Food scandal

Reading Black, J. S., & Gregersen, H. 1999. The Right Way to Manage Expats Harvard

Business Review (March-April).


7 Sept

Week 8

Lecture: Motivation and management across borders

Tutorial: Negotiation game

Submissions:

Reflection exercise 3 (can be completed in the lecture – submitted to Turnitin)

Proposals: (To be submitted to Turnitin with self-assessment via Review)

Shell's sustainable development programs in the Philippines


Reading: Alon, I & Higgins, JM 2005, 'Global Leadership Success Through Emotional and

Cultural Intelligences', Harvard Business Review


14 Sept

Week 9

Lecture: Revision

Tutorial: Student presentations:

Walking the blurry line in China: Negotiating deals and staying out of jail’

The Iraqi Oil-for-Food scandal

Submissions: Proposals: (To be submitted to Turnitin with self-assessment via Review)

Losing touch with the context story of Ravinaki Resort in Fiji

John Parker expatriate experience


21 Sept

Mid semester break

Week 10

No lecture (bank holiday)

Tutorial: students in Monday’s tutorials may attend an optional Tuesday tutorial in preparation

for Exam 1

5 Oct

Week 11

Lecture: Exam 1


Shell's sustainable development programs in the Philippines



11 Oct


Week 12

Lecture: Experiential examples in preparation or Exam 2


Losing touch with the context story of Ravinaki Resort in Fiji

John Parker expatriate experience


19 Oct

Week 13

Exam 2 (in lecture theatre)

No Tutorial

26 Oct

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